Jas Chong shares a case study focusing on HR aspects in the transition including team transition, change of roles, team recruitment, iterative recruitment, knowledge transfer and structuring change.
Kimble Ngo talks about the individual and empathy, and how to bring change into an organization by starting with every person.
Steve Garrity explains the custom process they use at Hearsay Social for large, enterprise projects.
Ian Kelsall and Keith Dodds discuss why complexity trumps determinism in the modern enterprise, explaining why it is essential to have a a fundamental change in leadership mindset.
Todd Charron argues that for success it is necessary to go beyond a change of processes and tools, to change how people in an organization see themselves and their role in it.
Michael Sahota how to produce organizational change by inviting it and not forcing it and by using the Laloux Culture Model.
Rhiannon Gaskell, Brett Wakeman, Rikki-Lee Vrankovich discuss how a hackathon sparked the change at Carsales AUS, followed by a number of initiatives that brought organizational agility.
Anthony Painter explores where and how old style institutions and organizations can make the transition to new forms of organizational power.
Richard Sheridan discusses the cultural norms that remove fear and encourage experimentation, and the elimination of meetings and the rituals and ceremonies that accompany them.
Rachel Davies tells stories of successful changes that she has introduced with XP product development teams at Unruly, sharing tips for overcoming resistance and adopting new working practices.
Ryan Behrman runs a workshop on how to be a more effective change agent, using "Change poker" in teams to experience various aspects of change and to share best practices.
Erwin Bauer proposes designers to challenge the status quo, identifying and solving potential problems, promoting change by redefining themselves.